WORK THROUGH PARTNERSHIP

Regeneration is increasingly led by partnerships whose form can range from the widely drawn quasi-representative structures that are increasingly used to channel government regeneration funding, to commercial joint ventures.

Managing programmes and projects through partnerships requires a different approach than managing in traditional 'command and control' situations. I have successfully managed the full spectrum of partnership arrangements.

North Kensington City Challengewas run by a partnership board of 24 people drawn from a wide variety of backgrounds and representing interests ranging from the ethnic minorities to local business. It worked with community organisations to deliver a vast range of projects and programmes.

For Trafalgar House Business Parks, working partnerships with public and other private sector organisations were a vehicle for procuring and developing land.

Greater London Enterprisewas owned by a consortium of London Boroughs with a Board including Councillors and representatives of both the trade union and private sector. GLE (Properties) Ltd formed commercial joint ventures ranging from single project structures to jointly owned companies, all of which operated in a way which met both the commercial and non-commercial objectives of the Boroughs.

I have built two business partnerships. Bankside Business Partnership comprised major employers and investors in the Bankside area of London SE1 who aimed to play a strategic and supportive role in local regeneration. I was retained for 4 years to manage the Partnership on a part time basis. Members include HSBC, Land Securities, Lloyds TSB, Chelsfield, Guys and St Thomas Hospital Trust, Financial Times, Workspace, PricewaterhouseCoopers, Tate Modern, Health and safety Executive, Shakespeare's Globe Theatre and others. At the other end of the scale, in 19934 I built the organisation and activities of the Harlesden Centre Group which represented small traders and retailers in Harlesden during their City Challenge programme.

Michael Beaman Limited have advised a wide range of partnerships since 1998 on issues ranging from the tax implications of different types of organisational structure, to the human resource requirements of large scale programme management. A detailed list of all of these projects can be downloaded here.